指標性公司或龍頭大廠採取主動驅動市場之行銷模式，應是比較容易被期待與肯定，相較於一般中小企業規模的公司，卻鮮有此思維。因此，本研究主要在探討一個塑橡膠輔助機械產業的中小企業，在面對市場既有競爭者的威脅以及外部環境快速轉變的情況下，如何運用不同的行銷模式在產業中切出利基並據此找到適合自身生存的競爭定位，並透過本身核心能耐的運用及延伸，藉以達到成長的目的。本研究首先探討該個案公司早期被動市場驅動的行銷模式，並分別就「市場導向」、「顧客引領」及「產品先驅」等三構面進行深入探究；其次探討近期主動驅動市場的行銷模式，並以「價值創造」、「變革」及「領導」分別分析個案公司之行銷模式和策略，以暸解個案公司面臨不同總體環境下行銷模式之選擇，探討不同行銷模式對個案公司營運績效之影響。最後根據分析結果，對台灣塑橡膠成型輔機產業及個案公司之行銷模式提出實務意涵，俾使一般中小企業在面對不同時點及競爭情境下如何選擇最適宜的行銷模式議題時能有所依循參考，此為本研究最主要的貢獻所在。Compared with general small and medium enterprises (SME), leading or brand companies that adopt market driving strategies are more likely to receive expectations and affirmations. However, this case study is mostly about how a SME, which is in plastic and rubber auxiliary machinery industry, not only adopting different marketing strategies (from market driven to market driving) to find its own competitive advantages and niches but also expanding its core competence, to achieve the growth of the company while under the threat of the competitors and rapid changes in the external environment. This thesis is first researching into the case company of the market driven model from three aspects: market-orientation, customer-leading and pioneering. And then understand why the specific market model was chose by the company when facing different environments and the effect to its overall operations by analyzing marketing model and strategy through value creation, change and leadership respectively. Finally, according to the result of the analysis, present the managerial concepts and marketing strategies to the plastic and rubber auxiliary machinery industry in Taiwan and the case company. So that SME can adopt the most appropriate marketing models by taking this case study as a reference when they encounter different competitions in the future. And this is where the main contribution lies .